Enterprise PMO Support

PMOs are rapidly converting to EPMOs (Enterprise PMOs) for good reason. It’s all about strategic alignment. There’s a problem with EPMOs though. Establishing a PMO wasn’t a silver bullet; neither is the establishment of an EPMO. Moving in the right direction, but not there yet.

The industry saw a light project success rate increase with the establishment of PMOs that focused mainly of the consistency of project management practices, but that success was limited. Now you’ll find countless PMI articles and blog posts about EPMOs and the promise they hold.

In BKPM, we’ve been stressing strategic alignment, even beyond the project level, since its inception. This is one of the reasons our methodology partners a Strategic BKPM with a Tactical BKPM on significant engagements. It is the Strategic PM’s job to push on executives and really make sure that the project and the executives are aligned with the enterprises strategic goals.

There’s both good news and bad news here…

Actually… check that. There’s good news and better news here.

First the good news – you may not actually need what the industry calls an EPMO! Every company is unique and every business operations system that a PMO supports is just as unique. Think of it like a fingerprint, but one that morphs and changes over time. The better news is that subtle and targeted tweaks to an existing PMO can dramatically improve its performance and strategic alignment.

Early PMO maturity models, like the Crawford Model, baseline consistency of practices, but that is only a fraction of the overall fingerprint of a PMO. There are dozens of components that contribute to how a PMO supports operations and they vary in maturity, connectivity or relations, importance, criticality and level of effort.

Each component must be assessed for its effectiveness relative to the operations of the company, not just the operations of the PMO. Since no two companies are alike, not in terms of culture nor operations, it is important to assess all of these components to develop a reliable understanding of the PMO, its unique fingerprint, for the operational value it provides to the organization it serves.

Think’s PMO Assessment

In order to understand your organization’s PMO fingerprint, a thorough assessment of these components or nodes is needed. The process to determine an organization’s PMO fingerprint requires interviewing and hands-on, interpersonal work. There is no way around this. Those who the PMO serves determine the level of effectiveness of the PMO from their particular point of view in the company. It is critical to know what they think.

Think’s BKPMO Maturity Matrix represents the evolution of the project management team and its framework, tools, and approaches to the highest level of effectiveness possible within the organization. Improvement options to achieve higher levels of effectiveness are become evident once a comprehensive picture develops. Applying focus to these areas will allow for immediate and enduring changes.

Contact us to learn more. We love to talk about this stuff.

If you’d prefer, you can continue to read more about Think’s BKPMO Maturity Matrix:

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